Put the manager-talent deal in writing with a clear talent management agreement

Usually once the relationship goes beyond casual introductions and starts affecting revenue, brand deals, content approvals or exclusivity. A written agreement can record whether the manager has authority to negotiate, what commission is payable, which income streams are covered, whether the arrangement is exclusive and how approvals are meant to work. It can also address existing relationships the talent already has in place. Without that clarity, arguments can arise later about whether commission is owed on a deal, whether the manager was authorised to act, or whether the talent was free to work with someone else on the same opportunity.

These agreements often cover the manager's role, the talent's obligations, commission structure, payment timing, exclusivity, term length, approval rights, confidentiality, use of name and image, intellectual property, termination and post-termination consequences. Depending on the arrangement, the document may also deal with branded content, social media activity, live appearances, introductions, negotiation authority and carve-outs for existing clients or channels. Those details matter because management arrangements can look similar at a high level while operating very differently in practice, especially where income comes from several sources rather than one simple stream.

Important details include the type of talent involved, the income streams the manager is handling, whether the role is exclusive, how commission is calculated, who approves opportunities, and whether the manager is only introducing work or also negotiating and overseeing delivery. It also matters whether there are existing brand deals, agency relationships or pre-existing content rights that need to be preserved. If the parties have already been operating informally through emails, messages or verbal understandings, that history can shape the drafting because the written agreement may need to confirm or correct what everyone thought had already been agreed.

It can be, particularly where the relationship covers more than one revenue stream or includes active involvement in content and brand work. Generic templates often leave gaps around commission on repeat deals, exclusivity carve-outs, approval rights, post-termination payments, ownership of deliverables and the manager's authority to bind the talent. Those are exactly the points that tend to become contentious once the relationship starts generating money. A tailored agreement is usually more useful where the talent has multiple channels, existing commercial relationships or a manager who is expected to do more than simply make introductions.

No. This page covers drafting or reviewing the talent management agreement itself. It does not include taking over negotiations with brands or agencies, seeking regulator approval, obtaining third-party permissions or providing ongoing representation after the document work is completed. Approval depends on the relevant regulator or authority, and If regulator or authority requirements affect your matter, we will talk you through the practical next steps. where those issues arise. If related agreements are also needed, such as sponsorship, production or licensing contracts, those can be discussed separately so the scope stays clear.

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